This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented over 8 sessions that cover key topics such as the metaphor of leadership, principles of proactivity and imagination, effective use of time, benefits of sharing and communication, importance of diversity, and dimensions of personality development. The sessions include definitions, examples, exercises, and quotes to illustrate transformative leadership approaches. The overall message is that leaders are made, not born, and cultivating strong character through principles, vision, teamwork and continuous learning can enable positive change.
1. ONGC is India's largest oil and gas company that has been actively involved in corporate social responsibility initiatives since its inception. It allocates 0.75% of annual net profits to socio-economic development programs.
2. ONGC undertakes various CSR activities at the corporate and local levels like disaster relief, education programs, healthcare, rural infrastructure development. It has also partnered with the government on initiatives like PURA to bridge the urban-rural divide.
3. ONGC received an international award for its CSR efforts in emerging economies, recognizing that such activities help companies improve relations with communities and build a sustainable brand image in the long run.
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
1) When coaching clients who have experienced trauma, it is important to understand the role of a coach is not to provide therapy or ministry. A coach acknowledges emotions but does not explore or dissect them.
2) An effective coach normalizes the client's emotional reactions by contextualizing them as natural responses to the traumatic event. The coach empathizes with the client's feelings without minimizing them.
3) Both the client's emotions and the coach's own human reactions to the client's trauma cannot be ignored. Coaches must be self-aware and seek their own support to avoid being overwhelmed by strong personal feelings triggered by the client's situation. The coach's role is to remain effective even when a client experiences acute
The document outlines a model called Pyramid Sway for coaching multi-layered management streams in small to medium companies. [1] The model uses a mindfulness learning approach with three levels of involvement - group work, one-on-one coaching, and self practice. [2] The group work component involves a foundational mindfulness course delivered over five sessions and teaches techniques like body scanning, observing emotions, seeing thoughts pass, and focusing on the present moment. [3] The goal is to help managers create significance in interactions and enhance their combined value proposition.
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
This document is an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The agenda includes: an introduction to the topic; discussing business and HR trends today such as collaborative cultures and measuring employee value; the strategic role of HR in becoming business leaders and driving change; a case study of an innovative organization with empowering HR practices; and publications and outcomes of HR research. The presentation aims to discuss how HR can take a strategic approach to support new venture creation.
Introducing spirituality in the workplace can help improve employee personality types and job performance. There are three main personality types - sattvik, rajasik, and tamasik - each with different characteristics that can influence work philosophy, intentions, attitudes, risk-taking, relationships, and outcomes. Cultivating noble intentions through spiritual values and detaching one's ego from accomplishments can help improve job performance and cultivate peace of mind. Leading with compassion by inspiring others through one's own example is key to effective leadership. Maintaining balance, managing worries and leisure time, and focusing on cultivating qualities like patience, knowledge, and character can help ensure one leads a purposeful and meaningful life.
The document describes Consilium Futurity, a company that provides personal coaching and soft skills training. It aims to empower people by helping them overcome self-limiting beliefs and unlock their potential. The key programs discussed are the Achiever's Programme, which uses emotional intelligence training and life coaching, and the Avatar Course, a 9-day spiritual program focused on exploring one's consciousness. The document also introduces Ms. Sunny, the founder and lead coach, and her background and approach to empowering clients through self-discovery.
1. ONGC is India's largest oil and gas company that has been actively involved in corporate social responsibility initiatives since its inception. It allocates 0.75% of annual net profits to socio-economic development programs.
2. ONGC undertakes various CSR activities at the corporate and local levels like disaster relief, education programs, healthcare, rural infrastructure development. It has also partnered with the government on initiatives like PURA to bridge the urban-rural divide.
3. ONGC received an international award for its CSR efforts in emerging economies, recognizing that such activities help companies improve relations with communities and build a sustainable brand image in the long run.
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
1) When coaching clients who have experienced trauma, it is important to understand the role of a coach is not to provide therapy or ministry. A coach acknowledges emotions but does not explore or dissect them.
2) An effective coach normalizes the client's emotional reactions by contextualizing them as natural responses to the traumatic event. The coach empathizes with the client's feelings without minimizing them.
3) Both the client's emotions and the coach's own human reactions to the client's trauma cannot be ignored. Coaches must be self-aware and seek their own support to avoid being overwhelmed by strong personal feelings triggered by the client's situation. The coach's role is to remain effective even when a client experiences acute
The document outlines a model called Pyramid Sway for coaching multi-layered management streams in small to medium companies. [1] The model uses a mindfulness learning approach with three levels of involvement - group work, one-on-one coaching, and self practice. [2] The group work component involves a foundational mindfulness course delivered over five sessions and teaches techniques like body scanning, observing emotions, seeing thoughts pass, and focusing on the present moment. [3] The goal is to help managers create significance in interactions and enhance their combined value proposition.
This document provides information about Salum International Resources, a management consulting firm focused on peak performance. Some key points:
- The company uses a process called Performance Architecture to help clients improve organizational performance through executive education.
- Courses and workshops focus on topics like leadership, sales, innovation, and achieving peak performance by defining focus, managing energy, and designing breakthroughs.
- The founder, Carlos Salum, has experience in peak performance training for athletes and applying those principles to business. He delivers keynotes and facilitates various learning experiences.
- Services include awareness strategies, learning and implementation to help clients achieve their goals through Performance Architecture and other creative thinking tools.
This document is an agenda for a presentation on HRD intervention in new venture creation through strategic HR approaches. The agenda includes: an introduction to the topic; discussing business and HR trends today such as collaborative cultures and measuring employee value; the strategic role of HR in becoming business leaders and driving change; a case study of an innovative organization with empowering HR practices; and publications and outcomes of HR research. The presentation aims to discuss how HR can take a strategic approach to support new venture creation.
Introducing spirituality in the workplace can help improve employee personality types and job performance. There are three main personality types - sattvik, rajasik, and tamasik - each with different characteristics that can influence work philosophy, intentions, attitudes, risk-taking, relationships, and outcomes. Cultivating noble intentions through spiritual values and detaching one's ego from accomplishments can help improve job performance and cultivate peace of mind. Leading with compassion by inspiring others through one's own example is key to effective leadership. Maintaining balance, managing worries and leisure time, and focusing on cultivating qualities like patience, knowledge, and character can help ensure one leads a purposeful and meaningful life.
The document describes Consilium Futurity, a company that provides personal coaching and soft skills training. It aims to empower people by helping them overcome self-limiting beliefs and unlock their potential. The key programs discussed are the Achiever's Programme, which uses emotional intelligence training and life coaching, and the Avatar Course, a 9-day spiritual program focused on exploring one's consciousness. The document also introduces Ms. Sunny, the founder and lead coach, and her background and approach to empowering clients through self-discovery.
The document discusses an innovative leadership course that aims to develop leaders, transform organizations, and create sustainability through a field-tested approach. It focuses on defining innovative leadership, assessing participants' leadership styles and skills, and providing tools to build awareness, resilience, and behaviors needed for effective leadership alignment within organizations. The goal is to evolve traditional leadership approaches for increasingly complex modern contexts.
The 7 Habits of Highly Effective People outlines 7 habits that can help one achieve personal and professional success. The first 3 habits focus on private victory and self-reliance: 1) Be Proactive by taking initiative and responsibility for your actions; 2) Begin with the End in Mind by envisioning your goals and purpose; 3) Put First Things First through prioritization and time management. Habits 4-6 lead to interdependence: 4) Think Win-Win by finding mutually beneficial solutions; 5) Seek First to Understand, Then to Be Understood through listening with empathy; 6) Synergize through creative cooperation by valuing differences. The final habit is 7) Sharpen the Saw, which means
This document provides guidance on introducing spirituality in the workplace. It discusses personality types and how to manage them assertively but without aggression or opportunism through detachment, noble intention, and balanced leadership. Key points include focusing on quality over quantity, distributing authority fairly, and leading by example through dignified behavior and living according to spiritual values.
This document discusses the concept of counseling and empowering students. It addresses questions about what counseling means, whom and when to counsel students, and the challenges counselors may face. The document also covers the MunReitti coaching program, which aims to develop students' participation and work skills through methods like self-assessment of empowerment and training in life skills. It defines six components of empowerment: competence, self-determination, meaning, impact, identity, and group orientation. The empowerment questionnaire is discussed as a tool to assess these components and discover one's empowerment profile.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
This document discusses the impact of mood and emotions on team performance. It defines mood as a relatively lasting emotional state compared to emotions, which are short-lived reactions to stimuli. Mood and emotions influence soft skills like leadership, team climate, motivation, and communication as well as hard skills like decision making. Managers can influence mood and emotions through their own displays, feedback, celebrations, monitoring team climate, and using humor. Environmental factors like lighting, air quality, temperature, and ergonomics also impact mood. The document concludes that mood and emotions significantly impact work and managers have tools to shape them.
This document contrasts single-loop and double-loop learning in the context of youth development work. Single-loop learning is reflection "in the job" that occurs in the moment and is often reactive, finding shallow answers. Double-loop learning involves reflection "on the job" after a situation, asking "why" at a deep personal level to create real change by questioning one's own assumptions and bringing theory and practice in line. An example shows how double-loop reflection could lead to better understanding a disengaged youth.
This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
This document discusses decision making and problem solving, which are important leadership skills. It presents three approaches to decision making and problem solving: 1) A seven-step process involving defining the problem, gathering information, identifying possible solutions, making a decision, developing a plan, implementing the plan, and assessing results. 2) A more complex problem-solving model. 3) A simplified decision-making process. The seven-step process is recommended as a logical method to ensure all key factors are considered. Identifying the real problem is important, as an incorrect problem identification can lead to the wrong decision.
This document discusses the key elements needed for successful Lean implementation and sustainable organizational change. It explains that while many Western businesses adopted Lean tools from Toyota, they failed to understand the importance of culture, mindset, and strategy that enabled Toyota employees to develop those tools. True Lean success requires aligning an organization's culture, leadership approach, strategy deployment, systems, and use of tools through a holistic transformation approach. The document advocates Duxinaroe's integrated model and experience helping clients mature in their Lean journey.
1) Coaching and mentoring can inspire and empower employees, build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes.
2) Coaching and mentoring are learning and development activities that share similar roots of nurturing staff and delivering results, though there is debate around their precise meanings. They draw out potential in employees through analysis, reflection, and action focused on skills, performance, and personal development.
3) Coaching and mentoring can be applied whenever performance or motivation needs improving, such as developing careers, solving problems, overcoming conflicts, and remotivating staff. They follow a structured process
This document contains 40 expressions of advice on how to live a fulfilling life. Some of the key advice includes: walking daily while smiling, sitting quietly for 10 minutes each day, setting a daily goal upon waking, listening to music daily, playing games and reading books more than the previous year, making at least 3 people laugh every day, learning something new every day, and appreciating the beauty in life. The overall message is about maintaining a positive outlook, taking care of one's physical, mental and social well-being, and being grateful for life's blessings.
Dr. Shaikh Tanveer Ahmed is the Chief Executive of HANDS, a leading nonprofit in Pakistan. He has over 30 years of experience working in public health with various organizations. He received his medical degree and master's in public health. As the long-time leader of HANDS, he has helped expand its operations to 24 districts across Pakistan. He has authored over 60 publications and presented at numerous international conferences on development and public health issues. Throughout his career, he has conducted over 60 research studies and evaluations to inform health interventions in Pakistan.
Dr. Shaikh Tanveer Ahmed is the Chief Executive of the leading nonprofit organization HANDS. He has over 30 years of experience working in public health with donor agencies, government health departments, and NGOs. Under his 20 years of leadership, HANDS has expanded to work in 24 districts of Pakistan with nearly 2,000 staff. He has authored over 60 publications and presented at international conferences on development and public health issues.
The Foundation of Research & Community Empowerment is a large, non-profit youth organization in Pakistan that has worked since 2011 on poverty alleviation, health, research, education, and capacity building. It operates in 10 villages across two districts in Sindh province. The organization aims to empower communities and build their capacity through establishing grassroots institutions at the village level that help people help themselves. Its vision is to save all living beings, and its objectives include educating people, establishing schools and libraries, empowering women, promoting environmental awareness, alleviating poverty, and providing health services, especially for women and children.
Dr. Shaikh Tanveer Ahmed's vision was for a just, equitable and tolerant society. He was compassionate towards the disadvantaged and committed to improving their well-being through his work, such as reforming the state to be more responsive to citizens' needs, especially marginalized groups. He also provided leadership to civil society organizations focused on sustainable development in Pakistan.
This document discusses strategies for scaling large Rails applications. It notes that while tutorials are helpful for getting started, apps often grow larger and require scaling to reduce costs, headaches, and other issues. The document recommends separating an app across different servers based on functions like static files, business logic, authentication, and data storage. It suggests using JSON for communication between servers due to its support in Ruby and ability to create APIs.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented in 5 sessions. The first session defines key terms like principles, values, mindset and discusses how personality and character are developed. The second session discusses the first leadership principle of taking responsibility for one's actions and exhibiting proactive vs reactive behaviors. The third session discusses the principle of using imagination before creation and setting goals and visions. The fourth session discusses treating time as an asset and prioritizing important over urgent tasks. The fifth session discusses the principle of mutual respect and benefit through sharing and cooperation.
This document appears to be a list containing the names "LUTAF MANGRIO & NADEEM WAGAN" repeated three times. The essential information provided is a list of two names that are repeated.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented in 5 sessions. The first session defines key terms like principles, values, mindset and discusses how personality and character are developed. The second session discusses the first leadership principle of taking responsibility for one's actions and exhibiting proactive vs reactive behaviors. The third session discusses the principle of using imagination before creation and setting goals and visions. The fourth session discusses treating time as an asset and prioritizing important over urgent tasks. The fifth session discusses the principle of mutual respect and benefit through sharing and cooperation.
The Foundation of Research & Community Empowerment is a large, non-profit youth organization in Pakistan that has worked since 2011 on poverty alleviation, health, research, education, and capacity building. It operates in 10 villages across two districts in Sindh province. The organization aims to empower communities and build their capacity through establishing grassroots institutions at the village level that help people help themselves. Its vision is to save all living beings, and its objectives include educating people, establishing schools and libraries, empowering women, promoting environmental awareness, alleviating poverty, and providing health services, especially for women and children.
The document discusses an innovative leadership course that aims to develop leaders, transform organizations, and create sustainability through a field-tested approach. It focuses on defining innovative leadership, assessing participants' leadership styles and skills, and providing tools to build awareness, resilience, and behaviors needed for effective leadership alignment within organizations. The goal is to evolve traditional leadership approaches for increasingly complex modern contexts.
The 7 Habits of Highly Effective People outlines 7 habits that can help one achieve personal and professional success. The first 3 habits focus on private victory and self-reliance: 1) Be Proactive by taking initiative and responsibility for your actions; 2) Begin with the End in Mind by envisioning your goals and purpose; 3) Put First Things First through prioritization and time management. Habits 4-6 lead to interdependence: 4) Think Win-Win by finding mutually beneficial solutions; 5) Seek First to Understand, Then to Be Understood through listening with empathy; 6) Synergize through creative cooperation by valuing differences. The final habit is 7) Sharpen the Saw, which means
This document provides guidance on introducing spirituality in the workplace. It discusses personality types and how to manage them assertively but without aggression or opportunism through detachment, noble intention, and balanced leadership. Key points include focusing on quality over quantity, distributing authority fairly, and leading by example through dignified behavior and living according to spiritual values.
This document discusses the concept of counseling and empowering students. It addresses questions about what counseling means, whom and when to counsel students, and the challenges counselors may face. The document also covers the MunReitti coaching program, which aims to develop students' participation and work skills through methods like self-assessment of empowerment and training in life skills. It defines six components of empowerment: competence, self-determination, meaning, impact, identity, and group orientation. The empowerment questionnaire is discussed as a tool to assess these components and discover one's empowerment profile.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
This document discusses the impact of mood and emotions on team performance. It defines mood as a relatively lasting emotional state compared to emotions, which are short-lived reactions to stimuli. Mood and emotions influence soft skills like leadership, team climate, motivation, and communication as well as hard skills like decision making. Managers can influence mood and emotions through their own displays, feedback, celebrations, monitoring team climate, and using humor. Environmental factors like lighting, air quality, temperature, and ergonomics also impact mood. The document concludes that mood and emotions significantly impact work and managers have tools to shape them.
This document contrasts single-loop and double-loop learning in the context of youth development work. Single-loop learning is reflection "in the job" that occurs in the moment and is often reactive, finding shallow answers. Double-loop learning involves reflection "on the job" after a situation, asking "why" at a deep personal level to create real change by questioning one's own assumptions and bringing theory and practice in line. An example shows how double-loop reflection could lead to better understanding a disengaged youth.
This document provides an agenda for a presentation on HRD intervention in new venture creation with a strategic approach. The presentation covers topics such as the current state of business and HR, the strategic role of HR, and an organization with innovative HR practices. It emphasizes that HR is a strategic asset and discusses how HR will evolve from strategic business partnership to strategic leadership. The presentation aims to provide a paradigm shift in thinking and introduces a strategic HR model with a focus on empowerment strategies and practices to create a high performance workforce.
This document discusses decision making and problem solving, which are important leadership skills. It presents three approaches to decision making and problem solving: 1) A seven-step process involving defining the problem, gathering information, identifying possible solutions, making a decision, developing a plan, implementing the plan, and assessing results. 2) A more complex problem-solving model. 3) A simplified decision-making process. The seven-step process is recommended as a logical method to ensure all key factors are considered. Identifying the real problem is important, as an incorrect problem identification can lead to the wrong decision.
This document discusses the key elements needed for successful Lean implementation and sustainable organizational change. It explains that while many Western businesses adopted Lean tools from Toyota, they failed to understand the importance of culture, mindset, and strategy that enabled Toyota employees to develop those tools. True Lean success requires aligning an organization's culture, leadership approach, strategy deployment, systems, and use of tools through a holistic transformation approach. The document advocates Duxinaroe's integrated model and experience helping clients mature in their Lean journey.
1) Coaching and mentoring can inspire and empower employees, build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes.
2) Coaching and mentoring are learning and development activities that share similar roots of nurturing staff and delivering results, though there is debate around their precise meanings. They draw out potential in employees through analysis, reflection, and action focused on skills, performance, and personal development.
3) Coaching and mentoring can be applied whenever performance or motivation needs improving, such as developing careers, solving problems, overcoming conflicts, and remotivating staff. They follow a structured process
This document contains 40 expressions of advice on how to live a fulfilling life. Some of the key advice includes: walking daily while smiling, sitting quietly for 10 minutes each day, setting a daily goal upon waking, listening to music daily, playing games and reading books more than the previous year, making at least 3 people laugh every day, learning something new every day, and appreciating the beauty in life. The overall message is about maintaining a positive outlook, taking care of one's physical, mental and social well-being, and being grateful for life's blessings.
Dr. Shaikh Tanveer Ahmed is the Chief Executive of HANDS, a leading nonprofit in Pakistan. He has over 30 years of experience working in public health with various organizations. He received his medical degree and master's in public health. As the long-time leader of HANDS, he has helped expand its operations to 24 districts across Pakistan. He has authored over 60 publications and presented at numerous international conferences on development and public health issues. Throughout his career, he has conducted over 60 research studies and evaluations to inform health interventions in Pakistan.
Dr. Shaikh Tanveer Ahmed is the Chief Executive of the leading nonprofit organization HANDS. He has over 30 years of experience working in public health with donor agencies, government health departments, and NGOs. Under his 20 years of leadership, HANDS has expanded to work in 24 districts of Pakistan with nearly 2,000 staff. He has authored over 60 publications and presented at international conferences on development and public health issues.
The Foundation of Research & Community Empowerment is a large, non-profit youth organization in Pakistan that has worked since 2011 on poverty alleviation, health, research, education, and capacity building. It operates in 10 villages across two districts in Sindh province. The organization aims to empower communities and build their capacity through establishing grassroots institutions at the village level that help people help themselves. Its vision is to save all living beings, and its objectives include educating people, establishing schools and libraries, empowering women, promoting environmental awareness, alleviating poverty, and providing health services, especially for women and children.
Dr. Shaikh Tanveer Ahmed's vision was for a just, equitable and tolerant society. He was compassionate towards the disadvantaged and committed to improving their well-being through his work, such as reforming the state to be more responsive to citizens' needs, especially marginalized groups. He also provided leadership to civil society organizations focused on sustainable development in Pakistan.
This document discusses strategies for scaling large Rails applications. It notes that while tutorials are helpful for getting started, apps often grow larger and require scaling to reduce costs, headaches, and other issues. The document recommends separating an app across different servers based on functions like static files, business logic, authentication, and data storage. It suggests using JSON for communication between servers due to its support in Ruby and ability to create APIs.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented in 5 sessions. The first session defines key terms like principles, values, mindset and discusses how personality and character are developed. The second session discusses the first leadership principle of taking responsibility for one's actions and exhibiting proactive vs reactive behaviors. The third session discusses the principle of using imagination before creation and setting goals and visions. The fourth session discusses treating time as an asset and prioritizing important over urgent tasks. The fifth session discusses the principle of mutual respect and benefit through sharing and cooperation.
This document appears to be a list containing the names "LUTAF MANGRIO & NADEEM WAGAN" repeated three times. The essential information provided is a list of two names that are repeated.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented in 5 sessions. The first session defines key terms like principles, values, mindset and discusses how personality and character are developed. The second session discusses the first leadership principle of taking responsibility for one's actions and exhibiting proactive vs reactive behaviors. The third session discusses the principle of using imagination before creation and setting goals and visions. The fourth session discusses treating time as an asset and prioritizing important over urgent tasks. The fifth session discusses the principle of mutual respect and benefit through sharing and cooperation.
The Foundation of Research & Community Empowerment is a large, non-profit youth organization in Pakistan that has worked since 2011 on poverty alleviation, health, research, education, and capacity building. It operates in 10 villages across two districts in Sindh province. The organization aims to empower communities and build their capacity through establishing grassroots institutions at the village level that help people help themselves. Its vision is to save all living beings, and its objectives include educating people, establishing schools and libraries, empowering women, promoting environmental awareness, alleviating poverty, and providing health services, especially for women and children.
Foundation of Research & Community Empowerment is a non-profit organization in Pakistan that works to alleviate poverty, promote health, education, research, youth awareness, and capacity building. It operates in 10 villages across two districts in Sindh province. The organization aims to empower communities and build grassroots institutions by harnessing people's potential and establishing self-help networks at the village level. Its objectives include educating people about citizenship, national unity, establishing schools and libraries, empowering women, promoting environmental awareness, and providing health services, disaster relief, and capacity building programs, especially for youth and rural communities.
BasicNeeds is an international organization that works to improve the lives of people with mental illness and epilepsy. It addresses both medical and socioeconomic issues through community-based interventions and capacity building. The organization operates in 5 continents using a multi-pronged approach including community healthcare, livelihood support, research, and training of local partners.
Dr. Shaikh Tanveer Ahmed is a renowned Pakistani community development specialist, writer, and advocate for human rights and empowerment of marginalized communities. He is the chief executive of HANDS, the largest NGO in Pakistan, providing services to over 25 million people across 29 districts. Dr. Ahmed has pioneered health, education, and poverty alleviation services in remote areas of Pakistan. He has directed many successful HANDS programs and conducted over 60 research studies. Dr. Ahmed was born in 1956 in Karachi and obtained his medical degree from Dow Medical College. He has worked to improve healthcare access and quality across Pakistan through his leadership of HANDS and research.
This document discusses Rails spinoffs and related technologies. It mentions that Rails aims for developer productivity, agility, and not straining or panicking. It then lists some Rails spinoffs like Opal Js and formats like Haml. It provides examples of Haml code and notes that as far as the author knows, Haml does not integrate with Dreamweaver. It closes by encouraging the reader to enjoy life.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is divided into 8 sessions that cover key topics such as the metaphor of transformative leadership, important principles like taking responsibility for one's actions and the power of imagination, effective use of time, importance of sharing and communication, benefits of diversity, and developing the four dimensions of personality. The overall message is that leaders are made, not born, and cultivating strong character, vision, teamwork and continuous self-improvement are hallmarks of transformative leadership.
Macros and templates in C++ differ in that macros do not perform type checking on parameters and can cause unexpected behavior when parameters are modified, while templates allow the compiler to verify type compatibility and do not have issues with parameter modification. Macros are expanded by the preprocessor before compilation, so errors refer to the expanded code rather than the macro definition. Templates undergo type checking and retain the template parameter types.
The document discusses the differences between leadership and management, with leadership focusing more on long term vision, change, and inspiring others while management prioritizes stability, procedures, and short term goals. It also examines different types of leadership including situational, transitional, and hierarchical leadership and how managers can transition to become effective leaders.
Organizational Behavior business case project. Understanding consumer behavior is the key to success in business. No matter internal with employees or external with supply chains, customers, distributers, a structure of team, the culture, and the policy are elements might influence working-efficiency or even entire company.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
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May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
The 7 habits of highly effective people slideshare-31-10-2010CMA Tapan Kumar Dhar
This document summarizes Stephen Covey's book "The Seven Habits of Highly Effective People". It discusses the seven habits and their principles. Habit 1 is being proactive by focusing on things within your circle of influence. Habit 2 involves beginning with the end in mind by creating a personal mission statement. Habit 3 is putting first things first by prioritizing important tasks.
Leadership & Management Development Module - May 2010GraemeDB
Stephen Covey said that whatever is at the center of our life will be the source of our security, guidance, wisdom, and power. Leadership is about looking outward and inspiring others through affirming their worth, while management looks inward and focuses on planning and problem solving. Effective leadership comes from being a leader, not just pretending or emulating styles, and requires accountability and taking time to listen to others.
The document summarizes Stephen Covey's "Seven Habits of Highly Effective People" framework. It outlines the 7 habits: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. It also discusses the importance of developing good character and effective habits for both individual and organizational success. The habits are principle-centered and focus on developing proactivity, leadership, management, interpersonal skills, communication, creativity, and self-renewal.
This document outlines seven habits from Stephen Covey's book "The 7 Habits of Highly Effective People". The habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First. Being proactive means controlling your environment rather than letting outside factors control you. Having the end in mind refers to envisioning the future and working backwards to achieve it. Putting first things first ties the first two habits together through prioritizing and time management.
This is the third part of a presentation for a wonderful seminar organized by the Brahma Kumaris in Malaysia. I really enjoyed to be with those people - more than participants, I felt their greatness and I have learnt a lot.
This document discusses the importance of leadership in management and clinical service delivery. It outlines key differences between managers and leaders, and tools for transforming managers into leaders. Some of these tools include self-assessment inventories to understand personal values and career anchors. Effective leadership requires vision, communication skills, integrity, and the ability to motivate others. Key functions of leadership that are covered include decision making, communication, and motivation.
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I hope you still like it and learn from it! Enjoy!
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Dr. Shaikh Tanveer Ahmed is a renowned Pakistani community development specialist, writer, and advocate for human rights and empowerment of marginalized communities. He is the chief executive of HANDS, the largest NGO in Pakistan, providing services to over 25 million people across 29 districts. Dr. Ahmed has pioneered health, education, and poverty alleviation services in remote areas of Pakistan. He has directed many successful HANDS programs and conducted over 60 research studies. Dr. Ahmed was born in 1956 in Karachi and obtained his medical degree from Dow Medical College. He has held several leadership roles within the health sector in Pakistan and internationally, working to improve access to healthcare, particularly for women and children.
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Dr. Shaikh Tanveer Ahmed introduced the Early Childhood Development (ECD) Program in rural areas of Pakistan to ensure young children, especially those from poor families, get a good start in life. The program aims to develop children aged 3-8 into confident, capable, creative and caring individuals through establishing ECD classes, training teachers and healthcare workers, and creating a safe learning environment. HANDS implemented the ECD model in 168 schools in Sindh province through activities like teacher training, establishing learning areas, health monitoring of children, and developing school infrastructure. The program achieved outcomes such as establishing 504 ECD classes, training over 650 teachers, and having high rates of parental satisfaction and children's attendance in intervention schools.
Dr. Shaikh Tanveer Ahmed is the Chief Executive of HANDS, a leading nonprofit in Pakistan. He has over 30 years of experience working in public health with various organizations. He received his medical degree and completed fellowships in public health and reproductive health. Under his 20 years of leadership, HANDS has expanded to work in 24 districts across Pakistan with nearly 2,000 staff. He has authored over 60 publications and presented at numerous international conferences on development and public health issues.
Dr. Shaikh Tanveer Ahmed is the Chief Executive of the leading nonprofit organization HANDS. He has over 30 years of experience working in public health with donor agencies, government health departments, and NGOs. Under his 20 years of leadership, HANDS has expanded to work in 24 districts of Pakistan with nearly 2,000 staff. He has authored over 60 publications and presented at international conferences on development and public health issues.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented over 8 sessions that cover key topics such as the metaphor of leadership, principles of proactivity and imagination, effective use of time, benefits of sharing and communication, importance of diversity, and dimensions of personality development. The overall message is that leaders are made, not born, and cultivating strong character, mindset, and relationships can enable one to become a transformative leader.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented over 8 sessions that cover key topics such as the metaphor of transformative leadership, 5 transformative leadership principles, and the 4 dimensions of personality development. The principles discussed include that everyone is responsible for their own deeds, imagination comes before creation, time is an asset, sharing leads to mutual respect and benefit, and effective communication depends on better understanding. Diversified teams and listening are also covered. Exercises are included to apply the concepts.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is divided into 8 sessions that cover key topics such as the metaphor of transformative leadership, principles of proactivity and imagination, effective use of time, benefits of sharing and communication, importance of diversity, and dimensions of personality development. The sessions include exercises for participants to apply the leadership principles in their own lives and work.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...Nadeem Wagan Wagan
This document discusses the concepts and principles of transformative leadership according to Dr. Shaikh Tanveer Ahmed. It is presented over 8 sessions that cover key topics such as the metaphor of leadership, principles of proactivity and imagination, effective use of time, benefits of sharing and communication, importance of diversity, and dimensions of personality development. The overall message is that leaders are made, not born, and cultivating strong character, mindset, and relationships can enable one to become a transformative leader.
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (c...
Sharing of transformative leadership learnings, by dr.shaikh tanveer ahmed (chief executive hands)
1. Sharing of Transformative Leadership
Learnings
by
Dr. Shaikh Tanveer Ahmed
Chief Executive-HANDS
MBBS, MPH,
Fellow of Public Health Institute California-USA
2.
3. Session 1
Concept & Metaphor of
Transformative
Leadership
Leaders are not born but made.
1.1
5. Concept & Metaphor of Transformative
Leadership
Principle:
Principles are universal truths. Principles can be
described as rules or laws that are universal in
nature. These principles are about human behavior
and set or govern the interaction between people in
a society.
1.3
6. Concept & Metaphor of Transformative
Leadership
Values:
Values differ in culture, religion, country and society.
Values are sets of personal beliefs about good and bad,
right and wrong, and about many other aspects of
living and interacting in the society with others.
1.4
7. Concept & Metaphor of Transformative
Leadership
Individual Exercise
• Write down the purpose of your birth.
• Write down key principles of your life.
1.5
8. Concept & Metaphor of Transformative
Leadership
Personality
Character
1.6
9. Concept & Metaphor of Transformative
Leadership
Our first energies should go to our
own character development, which
is often invisible to other, like the
roots that sustain great trees. As we
cultivate the roots, we will begin to
see the fruits.
1.7
10. Concept & Metaphor of Transformative
Leadership
Mindset/ Paradigm: the way we see, understand, and interpret the world.
1.8
11. Concept & Metaphor of Transformative
Leadership
MAO Cycle Mindset
Principle
Outcome Attitude
1.9
12. Concept & Metaphor of Transformative
Leadership
Mindset:
A fixed mental attitude or disposition that predetermines
a person's responses to and interpretations of situations.
Attitude:
A predisposition or a tendency to respond positively or
negatively towards a certain idea, object, person, or
situation.
Output:
The result of your responses and actions.
1.10
13. Concept & Metaphor of Transformative
Leadership
Thoughts repeated become actions,
actions repeated develop into
habits, habits solidified translate
into character, a character cleaved
to, creates our destiny.
1.11
14. Session 2
Transformative Leadership Principle 1
Everyone is responsible
for his/ her own deeds.
When we can no longer change a situation, we are
challenged to change ourselves.
2.1
18. Transformative Leadership Principle 1
Proactive Reactive
Clear direction No direction
Take own decision Wait for others to take decision
Take responsibilities Avoid from taking responsibilities
Think before act / take pauses Jump for reaction
Keep relations happy Annoyed every one / blame others
Tries to understand the circumstances Continuous insist on their desires/ loss
ability to understand
2.5
20. Transformative Leadership Principle 1
10% of life is made up what
happen to you 90% of life is
decided by how you react.
(Stephen Covey)
2.7
21. Transformative Leadership Principle 1
MAO Cycle I am a product of my
choices
Mindset
Principle
Everyone is
responsible for
Outcome his/ her own Attitude
deeds.
Respond based on
More self awareness and principles and expand
greater self initiative circle of influence
2.8
23. Transformative Leadership Principle 2
MAO Cycle I think before taking any
action.
Mindset
Principle
Imagination
comes before
Outcome creation. Attitude
Spent time on planning
Desired results and and direction setting.
greater achievements
3.2
24. Transformative Leadership Principle 2
Mental Creation Physical Creation
A clear agenda and objective A productive meeting
An architectural blueprint An office tower
Extensive market research A successful new product
An individual goal-setting A master's degree
session
A personal mission statement A life of contribution and
fulfillment
3.3
26. Transformative Leadership Principle 2
No one can go back and make
a brand-new Start, my friend;
but any can start from here
And make a brand-new end.
--- Dan Zadra
3.5
30. Transformative Leadership Principle 3
MAO Cycle I put important things
first.
Mindset
Principle
Time is asset.
Outcome Attitude
Plan daily, weekly and
Healthy and prosperous monthly.
life.
4.2
31. Transformative Leadership Principle 3
Important: Activities that represent your values, mission and high
priority goals.
Urgent: Activities that require immediate attention.
4.3
32. Transformative Leadership Principle 3
I II
Crises Preparation
Pressing problems Prevention
Planning
Deadlines-driven
Relationship building
Projects, meetings,
Re-creation
reports Values clarification
(30%)
III IV
•Needless interruptions •Trivia, busywork
Unnecessary reports Irrelevant phones calls,
Unimportant meetings, mail, e-mail
Phones Calls, mail, e-mail Time –waster
Other people’s minor “Escape” activities
issue Excessive TV, Internet,
relaxation
4.4
35. Transformative Leadership Principle 4
MAO Cycle Allah has blessed
enough for everyone.
Mindset
Principle
Sharing leads to
mutual respect
Outcome and benefit. Attitude
Seek mutual benefit and
More team building and respect.
rich relationships.
5.3
36. Transformative Leadership Principle 4
Paradigms of Human Interaction:
Win-Win Let’s find a solution that
works for both of us.
Characteristics Mutual benefits
Cooperative
Communication with
courage
5.4
37. Transformative Leadership Principle 4
Paradigms of Human Interaction:
WIN-LOSE I am going to beat you
no matter what.
Characteristics Common approach for
most people
Authoritarian in nature ,
Position, power, credentials
5.5
38. Transformative Leadership Principle 4
Paradigms of Human Interaction:
LOSE-WIN I always get stepped on.
Characteristics No demands, no expectations
Feeling less
Quick to please to appease
5.6
39. Transformative Leadership Principle 4
Paradigms of Human Interaction:
LOSE-LOSE If I am going down,
you’re going down with
me also.
Characteristics Mindset of highly independent
persons
No body gets benefit
Long term result of win-lose or
win
5.7
40. Transformative Leadership Principle 4
Paradigms of Human Interaction:
WIN I don’t care if you lose or
win.
Characteristics Self centered
Careless
Unfairness
5.8
43. Transformational Leadership Principle 5
MAO Cycle I listen to understand
others.
Mindset
Principle
Effective
communication
Outcome depends on Attitude
better
understanding.
Seek to be understood
Best solutions and from others perspective.
clarity on real issues.
6.3
46. Transformative Leadership Principle 6
MAO Cycle Together we can create a
better world.
Mindset
Principle
Diversified
teams are the
Outcome best teams. Attitude
Value and celebrate the
Innovations, Inventions. differences.
7.2
47. Transformative Leadership Principle 6
• Nature is full of examples of synergy.
• Synergy is nothing new.
• Being in any kind of team is a good example of synergy.
• Musical band is also a great example of synergy.
7.3
48. Transformative Leadership Principle 6
Notice the flock of birds in sky flying in V formation. This phenomenon is
observed in migratory birds who travel long distances at the change of
weather for their survival.
In the V formation, the birds share draught take turns in lead positions,
honk encouragement to each other, stay in formation and watch for
wounded. This way they accomplish so much more than if each bird flew
solo.
7.4
49. Transformative Leadership Principle 6
Synergy is Synergy is not
Celebrating differences Tolerating differences
Teamwork Working independently
Open-mindedness Thinking you are always right
Finding new and better ways Compromise
7.5
52. Four dimensions of personality development
Spirituals
Religious Prayers & Literature
Stand on Principles & Values
Charity in cash & services
Serving Humanity
Meditation & Yoga
Nature Study
8.3
53. Four dimensions of personality development
Physical (The vessel for the journey):
Physical exercise
Balance Nutritious Food
No addiction
Stress Management
8.4
54. Four dimensions of personality development
Intellectual / Mental (Increasing
knowledge and intellectual skills):
Education / literacy
Reading,
Writing
Speaking
Positive behaviors
8.5
55. Four dimensions of personality development
Social (The quality and nature of the
relationships):
Take out time for family
Be courteous & humble with colleagues
Increase Deposits of EBA.
Appreciation and constructive feed back
Use of Emotional Intelligence (EI)
8.6
56. Four dimensions of personality development
Exercise
Guiding Scale for Transformative
Leadership
8.7